Intl. J. Humanities (2009) Vol.

16 (1): (15-29)
Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019

Strategy Compiling
Case Study: ZTE (A Chinese Telecommunication Co.)

Mohammad Taghi Amini1

Received: 15/10/2008 Accepted: 15/2/2009

Abstract
The goal of this paper is to compile strategies for a Chinese international
telecommunication vendor which entered into Iran telecom market in the year 2000.
Since ZTE is involved with business in more than 135 countries and it is out of our
power to collect huge data from all over the world, we have limited our strategies to
Iranian market and we will compile strategies for Iran business unit only.
To proceed with compiling strategies for ZTE Company, we will firstly give a brief
introduction about ZTE. Then we will give a short explanation about the method of
compiling strategies for any kind of firm. At the end, based on the method
introduced, we will select the most adequate strategies in order to maintain ZTE’s
competitive advantage in Iran telecom market.

Keywords: Mission, Vision, Long-range goals, Strategy, Competitive advantage,

EFEM, IFEM, SWOT, QSPM

1. Assistant Professor of Payame Noor University, Email: m_amini@pnu.ac.ir

15
 Strategy Compiling Case Study: ZTE (A Chinese Telecommunication Co.)
1. Introduction
The actors on Iran telecom market consist of domestic
and international companies. Since most of the
Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019
products are based on high technology and imported
from world class level companies, this paper is
focused on foreign actors in Iranian market only.
Main actors in Iran telecom market since the
establishment of telegraph and fixed telephone
lines have been: Siemens, Alkatel, NEC, Erksson,
and Italtel.
After the appearance of mobile communication,
Nokia entered to this market as well.
Up to year 2000, Siemens, Alkatel, NEC and
Eriksson have been dominating the Iran telecom
market for wired and transmission networks.
Since 1992 to 2000, three companies (Nokia,
Siemens, and Erickson) have been manipulating
Iran telecom market for mobile telecommunication.
With appearance of Chinese companies here,
the actors on wired and wireless networks started to
lose their marketing share rapidly.
Following is a brief introduction to ZTE which
has succeeded to play an active role as a Chinese
company in Iran telecom market.
1985-1996: Started transition to a multi-product
R&D strategy, embracing wireless switching,
transmission, access, videoconferencing and power
supply systems in 1996
Became the first Chinese telecoms equipment
provider to attain ISO9001 quality standard
certificate in 1995
1997: Listed on the Shenzhen Stock Exchange
in China
2000: Launched the world's first CDMA
handset with detachable SIM card
16
Successfully put through the first CDMA2000 1x
call using ZTE equipment
2001: Constructed ZTE's first CDMA network
for China Unicom, with a capacity of up to 1.1
million lines
Constructed the world's first Soft switch network
for China Netcom
Ranked No. 3 in the 'Top 50 listed companies
with greatest development potential' in China
Securities Journal-Asia Business magazine
2003: Strategic emphasis on international
business, with the number of international
marketing staff increased by over 100%
2004: Listed on the Hong Kong Stock Exchange
as the first A to H listed Chinese enterprise
Provided telecoms services for the 2004 Olympic
Games in Athens – ADSL system covered 16
facilities throughout the event
2005: Ranked as one of the 'Top 100 Information
Technology Companies' by Business Week
Joined the league of global telecoms giants by
teaming up with Alcatel, Ericsson, France Telecom
and Portugal Telecom
Became China's largest wireless equipment
provider with a global wireless capacity exceeding
100 million lines.
ZTE overview: As one of the first Chinese
telecoms equipment provider to pursue business in
overseas markets, ZTE now has over 8000
employees working around the world.
Since 1996, the company has provided its
products and services to 135 countries and
regions, serving major telecoms operators in
Asia Pacific, South Asia, North America,
Europe, Latin America, Africa and the

Commonwealth of Independent States. Through
a combination of strategic marketing,
differentiation, cost advantage,
Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019
resources and intellectual property
management, ZTE has established
commercial partnerships with over
1
operators around the world. [ ]
2. Research and Development
With more than 33% percent of the workforce
dedicated to R&D and with 10 percent of annual
revenues channeled to this field, ZTE has 16 R&D
centers and Institutes across North America,
Europe and Asia.
International standards such as CMM and
CMMI are strictly applied across all ZTE R&D
management processes. Using these scientific
management mechanisms and shared technology
platforms, ZTE has standardized its R&D
processes, shortening R&D periods, reducing costs,
optimizing design flows and guaranteeing the
performance of new products.
By the end of 2007, ZTE had applied for around
12000 national or international patents, 90% out of
which are innovation patents with associated
intellectual property rights.
ZTE has established strategic cooperation
agreements with leading telecoms giants such as
Portugal Telecom, France Telecom, Alcatel,
Ericsson and Nortel in NGN and mobile systems,
with Hutchison in 3G, and with Marconi in optical
transmission systems.
1. ZTE’s Official web site: www.zte.com.cn
Amini M. T.
The corporation has also launched joint laboratory
partnerships with Texas Instruments, Intel, Agere
human Systems, HHNEC, IBM, Microsoft (China),
Qualcomm, Huahong NEC and Tsinghua University.
firm The company has undertaken technological research
500 alliance projects with 50 academic institutions
throughout China, where ZTE is also a fully fledged
member of the China Communications
Standardization Association (CCSA).
3. ZTE Iran
2000: Entered to Iran telecom market introducing
its fixed switching system to telecommunication
company of Iran.
2001: Introduced its Access and Transmission
products to Iran telcom. Market.
2002: Introduced its new designed product
GSM-WLL as a rural telecomunication solution for
Iran telecom market.
2003: Introduced its SMS products to Mobile
Communication Company of Iran (MCCI).
2004-2008: Succeded to sell more than 4.5
million ports for switch and access products in 26
provinces. (15% of marketing share)
Succeded to sell 2 million ports of GSM-WLL
products in 15 provinces as wireless solution for
rural areas. (65% of marketing share for WLL
products)
ZTE’s total revenue from Iran telecom market
on 2006 has exeeded $3 billion. ZTS’s Iran
branch is continuing to develope its market for
different products with its 120 (80 Iranian
engineers) sales and aftersales experts. [2]
2. ZTE’s Representative Office in Tehran. (Dr. Hassan
Aghababaeyan, sales deputy)
17
 Strategy Compiling Case Study: ZTE (A Chinese Telecommunication Co.)

4. Overview of Starategy Compiling

Figure 1: schematic View of Strategy Compiling

Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019

External Factors
Evaluation

Definition of Long-Range Compiling, Evaluation

Mission & Vision Goal Setting And selecting Strategies

Internal Factors
Evaluation

* Reference: Fred R. David, “How Companies Define their Mission” Long Range Planning 22, No. 3 (June 1988): 40

5. Mission ZTE aims to be a global communications

Mission in brief is what one organization is leader, which provides the clients worldwide
doing. The mission should describe intension, with satisfying and customized products and
customers, products or services, market, services.
philosiphy and technolgy in which the Employee's career development and their
1
organization is involved. [ ] benefits are highly concerned and guaranteed
to be growing along with the company's
6. Vision development at the same pace.
Comparing to the mission, vision can be ZTE strives for the best return on its
defined as “what we want to be and where we shareholders' investments and assumes social
want to go”. [2] responsibilities proactively.
To become a world leader in communications
7. ZTE’s Mission and Vision by 2008 and aims to be a world-class excellent
enterprise in 2015.
1. Strategic management fred R. David, translated by Dr. Ali
Parsaiyan, Dr. Mohammad A’rabi. Page (171)
2. Strategic Management Usage, Dr.. Hossein Pahlavaniyan, page 40

18
 Amini M. T.

8. Long Range Goals After consideration of the weight for each

The second step after definition of mission and factor, the total score for External Factors
Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019

vision is to set long range goals for ZTE in Iran Evaluation Matrix has become 2.59.
telecom market. 10. Internal Factors Evaluation
ZTE’s Goal for next 5 years is to increase its Internal factors are related to inside of the
marketing share to 35% in wired network organization and can be controled by
4
market and 20% in wireless network market. management. [ ]
ZTE will be the first company to create a new Strengths are those factors which can be
market for 3G wireless products in Iran. considered as advantages in comparison with
competitors, industry averages or past records
9. External Factors Evaluation of an organization. [5]
External factors are devided into general/macro If competitors fail to learn strength points of
environment and task/function/micro an organization, it means that the organization
environment. has succeeded on aquisition of competitive
Macro environment factors are those which advantage. [6]
indirectly influence organization’s activities. In the following table, we have classified
Micro environment factors are those groups or and listed possible internal factors. Then,
elements which can directly influence through a coefficiency, we have given a weight
1
organization’s activities. [ ] for each factor. In fact, the coefficiency is the
External factors evaluation can be weight of each factor in comparison with other
considered as a tool which is used by company factors. Therefore, the summation of all
to avoid shocks and to guarantee long-range coefficiencies under one culomn must be equal
2
security. [ ] to 1. [7]
In the following table, we have classified and
listed possible external factors. Then, through a
coefficiency, we have given a weight for each
factor. In fact, the coefficiency is the weight of
each factor in comparison with other factors.
Therefore, the summation of all coefficiencies
under one culomn must be equal to 1. [3]
4. Handbook of strategic planning. Dr. M. Arabi page 27.
5. Handbook of strategic planning. Dr. M. Arabi page 27.
1. Handbook of Strategic Planning. Dr. M. Arabi Page 15. 6. Handbook of strategic planning. Dr. M. Arabi page 27.
2. Handbook of Strategic Planning. Dr. M. Arabi Page 15. 7. Handbook of Strategic Planning. Dr. M. Arabi Page 15.
3. Handbook of Strategic Planning. Dr. M. Arabi Page 15.

19
 Strategy Compiling Case Study: ZTE (A Chinese Telecommunication Co.)

Table 1 Oportunities and Macro/Micro Environment Factors Matrix

(4)Opportunity (excellent)
(3) Opportunity (typical)

(1) Threat (serious)

(2) Threat (typical)
Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019

Coefficient
Macro/Micro
environmental Main Factors
Factors

GDP Growth 0.02 4

Money Supply 0.02 4
Economic Factors
Cost of Energy 0.04 1
Export/Import 0.03 3
Change on Life Style 0.03 3
Population Growth 0.03 3
Socio-cultural
Factors Relative Distribution of Population 0.02 3
Income per Person (GNI) 0.03 3
Cultural and Educational Level of Society 0.02 3
Governmental Budget devoted to R&D 0.02 2
Technological Total Budget devoted to R&D 0.02 2
Factors New Products 0.02 3
Transfer of Technology and its condition 0.03 2
Tax/Custom Regulation 0.03 2
International Commerce Regulation 0.03 3
Political Western Countries Political Pressure on Iran for Nuclear Activities 0.06 4
Factors Western Countries Political Pressure on Iran for Nuclear Activities 0.06 2
Rearrangement of the world based on Energy Resources 0.06 4
Governmental Regulation 0.04 2
Exchange Rates 0.04 2
Global Factors Appearance of New Powers 0.04 4
Globalization of Market and Economy 0.04 4
Limited customers 0.04 2
Customers
Less Sellers 0.04 3
American Products (Windows, Oracle…) 0.05 1
Suppliers
Domestic Subcontractors (Tower, Civil …) 0.03 2

Potential Competitors Because of huge capital and high costs, it is not easy to enter to this Industry 0.02 1

less Competitors 0.04 4

Existing Competitors Rapid Growth of Industry 0.05 1
Varieties of Products 0.03 1
1.00 2.59
The way we have scored each factor is described as follows:
Score 4 stands for an exceptional opportunity.
Score 3 stands for a typical opportunity.
Score 2 stands for a typical threat.
Score 1 stands for a serious threat. [1]

1
Handbook of strategic planning. Dr. M. Arabi page 23

20
 Amini M. T.

Table 2 Strengths and Weaknesses of Organization

(2) Weakness (typical)(1)

Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019

(4)Strength (excellent)
(3) Strength (typical)

Weakness (serious)
Coefficient
Internal Factors
(Strengths & Main Factors
Weaknesses)

Culture and Atmosphere 0.04 4

Organizational and Method of Decision Making 0.04 4
Managerial Factors Control System 0.04 4
Synergy 0.03 3
Familiarity with Customers needs 0.03 3
Image, Reputation and Quality of Product 0.04 ٢
Marketing Factors Pricing Strategy 0.04 2
After-sales Service 0.04 3
Marketing Share 0.04 2
Cost & obstacles of Penetration 0.04 2
Financial and Price per Benefit 0.02 2
Accounting Factors Cost Control 0.05 3
Attaining Long-Term Loan 0.04 3
Efficiency of Cost and Income 0.04 2
Operation Control (Planning, Purchasing, Quality) 0.04 4
Production and Costs and Technical capabilities in comparison with competitors 0.06 4
Operation Factors Research and Development 0.06 4
Cost and Availability of Raw Material 0.06 2
Effective Utility of Subcontracting 0.03 3
Management Effective Utility of Internet Network 0.05 4
Information
System Factors Development of Internal Soft wares 0.04 4
Management Effective Utility of Internet Network 0.05 4
Information System Development of Internal Soft wares 0.04 4
Factors
Human Resource Skilled Human Resource 0.04 3
Factors Continuous Training of Human Resources 0.04 3
1.00 2.96
The way we have scored each factor is described as follows:
Score 4 stands for an excelent strength.
Score 3 stands for a typical strength.
Score 2 stands for a typical weakness.
Score 1 stands for a serious weakness. [1]

1. Handbook of Strategic Planning, Dr. M. Arabi page 35

21
 Strategy Compiling Case Study: ZTE (A Chinese Telecommunication Co.)
After consideration of the weight for each
factor, the total score for Internal Factors
Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019
Evaluation Matrix has become 2.96.
11. Strategies in a View
In general, strategy can be defined as systematic
classification of activities for aquisition of
1
competitive advantage. [ ]
Most of companies can select one or few of
following strategies depending on
conditions they face.
1) Integration Strategies:
1-1) Forward Integration
1-2) Backward Integration
1-3) Horizontal Integration
2) Intensive Strategies:
2-1) Market Penetration
2-2) Market Development
2-3) Product Development
3) Diversification Strategies:
3-1) Concentric Diversification
3-2) Conglomerate Diversification
3-3) Horizontal Diversification
4) Cooperative Strategies:
4-1) Cooperative Arrangements
5) Retrenchment Strategy
6) Liquidation Strategy
7) Combination Strategy [2]
1. Strategic Management Usage Dr. Pahlavaniyan page
(78)
2. Strategic management Fred R. David, translated by Dr.
Ali Parsaiyan, Dr. Mohammad A’rabi. Page (105~106)
12. Positioning
After having calculated the scores for external
and internal factors, based on the method
introduced above, we have to find ZTE’s
position in Iran telecom market.
We have entered the sum total of the scores in
the matrix and it seems the company’s position
in Iran market should be an offensive attitude
the based on strengths and opportunities.
13. SWOT Analysis
An assessment of Strengths, Weaknesses,
Opportunities and Threats. SWOT analysis is
used within organizations in the early stages of
strategic and marketing planning. [3]
After we have learned strengths, weaknesses,
opportunities and threats, we have to list them
in the SWOT matrix and suggest one or few
strategies for the organization. When
suggesting, strategies we have related strength
points to opportunities, in order to select
offensive strategies, strengths to threats in order
to suggest competitive strategies, weakness to
opportunities in order to suggest conservative
strategies and finally weaknesses to threats in
order to select defensive strategies.
Following is the matrix for SWOT and
suggested strategies. Later, we will select the
best strategies using QSPM Matrix.
3. BNET Business Dictionary,
http://dictionary.bnet.com/definition/SWOT+Analysis.html
22
 Amini M. T.

Table 3 Strategies Positioning Matrix based on Internal/External Factors

Total Grade of Internal Factors Matrix Evaluation

Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019

1 2 3 4 4
Total Grade of External Factors Matrix Evaluation

Conservative (WO)

Offensive (SO)

2
Defensive (WT) Competitive (ST)

Table 4 Strengths, Opportunity, Weaknesses and Threats Matrix

Weaknesses Strengths
Image, Reputation and Quality of
Culture and Atmosphere
Product
Pricing Strategy Method of Decision Making
Marketing Share Control System
Cost & obstacles of Penetration Synergy
Price per Benefit Familiarity with Customers needs
Efficiency of Cost and Income After-sales Service
Cost and Availability of Raw Material Cost Control SOWT MATRIX
Operation Control (Planning, Purchasing, Quality)
Costs and Technical capabilities comparing competitors
Research and Development
Effective Utility of Subcontracting
Effective Utility of Internet Network
Development of Internal Soft wares
Skilled Human Resource
Continuous Training of Human Resources
1) Marketing Strategy: New Product New Market Opportunities
2) Strategy of Marketing Share Development:
through Diversification of Products and Decrease on Costs GDP Growth
3) Strategy of Penetration to the Market: using Money Supply
Political Opportunity Export/Import
Change on Life Style

Population Growth

23
 Strategy Compiling Case Study: ZTE (A Chinese Telecommunication Co.)

Relative Distribution of
Population
GNI
Cultural and
Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019

Educational Level of
Society
New Products
International
Commerce Regulation
Western Countries
Political Pressure on
Iran for Nuclear
Activities
Rearrangement of the
world based on Energy
Resources
Appearance of New
Powers
Globalization of
Market and Economy
Low Number of sellers
Low number of
competitors
Threats
Cost of Energy
Governmental Budget
devoted to R&D
Total Budget devoted
to R&D
Transfer of Technology
and its condition
Tax/Custom Regulation
Western Countries
Political Pressure on
4) Cooperative strategy: Iran for Nuclear
Activities
4-1) Financial Cooperation with
Governmental
domestic companies (Letter of Credit
Regulation
method)
Exchange Rates
4-2) Long-term contracts with strategic Limited customers
suppliers ((Microsoft, Intel, IBM ...)
American Products
(Windows, Oracle…)
Domestic
Subcontractors (Tower,
Civil …)
Because of huge capital
and high costs, it is not
easy to enter to this
Industry
Rapid Growth of
Industry
Varieties of Products

14. Quantitative Strategic Planning Matrix Organizations spend a lot of time and effort on
(QSPM) strategy formulation. Often, there are several
Choosing the best strategic way forward different approaches or strategies that the
organization could follow. But how one makes

24
 Amini M. T.

decision? Which option is best? Do we rely on • The critical success factors of the
intuition, or take a more objective approach? business unit.
Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019

Not surprisingly, we need to base our decision
on facts, not gut feelings. But how do we do
this, particularly when the effects of different
strategies can be so different?
The Quantitative Strategic Planning Matrix
(QSPM) helps us address this question. It gives
us a systematic approach for evaluating
alternate strategies, and helps us decide which
strategy is best suited to our organization.
Understanding the Matrix:
QSPM is based on three primary inputs:
• The relative importance of each of
these critical success factors.
• How one rates a particular strategy by
each success factor.
These inputs are used to evaluate the relative
attractiveness of different strategies. This
relative attractiveness is expressed in terms of a
number, the "Sum Total Attractiveness Score".
The higher this score is, the more attractive the
strategy is....

Table 5 QSPM Matrix and Relevant Scores Based on all Factors and Strategies
Strategy 1 Strategy 2 Strategy 3 Strategy 4

Key Factors
Weight

Weight

Weight

Weight
Score

Score

Score

Score
Total

Total

Total

Total
Strengths
Culture and Atmosphere 0.06 4 0.24 0.06 4 0.24 0.07 4 0.28 0.07 3 0.21
Method of Decision Making 0.06 3 0.18 0.06 3 0.18 0.07 4 0.28 0.07 3 0.21
Control System 0.04 3 0.12 0.06 3 0.18 0.05 3 0.15 0.07 3 0.21
Synergy 0.04 3 0.12 0.04 3 0.12 0.04 3 0.12 0 0 0
Familiarity with Customers
0.05 3 0.15 0.06 3 0.18 0.04 3 0.12 0 0 0
needs
After-sales Service 0.05 3 0.15 0.06 3 0.18 0.04 3 0.12 0 0 0
Cost Control 0.06 4 0.24 0.06 4 0.24 0.05 4 0.2 0.09 4 0.36
Operation Control (Planning,
0.05 3 0.15 0.06 3 0.18 0.04 3 0.12 0.09 4 0.36
Purchasing, Quality)
Costs and Technical
capabilities in comparison 0.06 4 0.24 0.06 4 0.24 0.04 4 0.16 0.09 3 0.27
with competitors
Research and Development 0.06 4 0.24 0.06 4 0.24 0.05 4 0.2 0.05 3 0.15
Effective Utility of
0.05 3 0.15 0.06 3 0.18 0.05 4 0.2 0.09 3 0.27
Subcontracting
Effective Utility of Internet
0.06 3 0.18 0.06 3 0.18 0.05 4 0.2 0.09 3 0.27
Network

25
 Strategy Compiling Case Study: ZTE (A Chinese Telecommunication Co.)

Development of Internal Soft

0.05 3 0.15 0.04 3 0.12 0.04 3 0.12 0.05 4 0.2
wares
Skilled Human Resource 0.05 3 0.15 0.04 3 0.12 0.04 3 0.12 0.09 3 0.27
Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019

Continuous Training of
0.05 3 0.15 0.04 3 0.12 0.04 3 0.12
Human Resources

Weaknesses
Image, Reputation and
0.03 3 0.09 0.025 3 0.075 0.04 4 0.16 0.05 2 0.1
Quality of Product
Pricing Strategy 0.03 3 0.09 0.025 3 0.075 0.05 4 0.2 0.05 3 0.15
Marketing Share 0.03 2 0.06 0.025 2 0.05 0.04 2 0.08 0.05 2 0.1
Cost & obstacles of
0.03 2 0.06 0.03 2 0.06 0.05 3 0.15 0 0 0
Penetration
Price per Benefit 0.03 2 0.06 0.025 2 0.05 0.05 2 0.1 0 0 0
Efficiency of Cost and
0.03 2 0.06 0.025 2 0.05 0.03 2 0.06 0 0 0
Income
Cost and Availability of Raw
0.03 2 0.06 0.025 2 0.05 0.03 3 0.09 0 0 0
Material

Sum total weight 100% 100% 100% 100%

Opportunities
GDP Growth 0.05 4 0.2 0.05 4 0.2 0.05 4 0.2 0 0 0
Money Supply 0.05 4 0.2 0.05 4 0.2 0.05 4 0.2 0 0 0
Export/Import 0.05 4 0.2 0.05 4 0.2 0.05 4 0.2 0 0 0
Change on Life Style 0.05 4 0.2 0.05 4 0.2 0.05 4 0.2 0 0 0
Population Growth 0.05 4 0.2 0.05 4 0.2 0.05 4 0.2 0 0 0
Relative Distribution of
0.03 3 0.09 0.04 3 0.12 0.03 3 0.09 0 0 0
Population
GNI 0.05 4 0.2 0.05 4 0.2 0.05 4 0.2 0.05 3 0.15
Cultural and Educational
0.03 3 0.09 0.04 3 0.12 0.03 3 0.09 0.05 3 0.15
Level of Society
New Products 0.035 4 0.14 0.04 4 0.16 0.05 4 0.2 0.05 4 0.2
International Commerce
0.035 4 0.14 0.05 4 0.2 0.04 4 0.16 0.04 4 0.16
Regulation
Western Countries Political
Pressure on Iran for Nuclear 0.05 4 0.2 0.05 4 0.2 0.05 4 0.2 0.06 4 0.24
Activities
Rearrangement of the world
0.05 4 0.2 0.05 4 0.2 0.05 4 0.2 0.06 4 0.24
based on Energy Resources
Appearance of New Powers 0.05 4 0.2 0.05 4 0.2 0.05 4 0.2 0.04 4 0.16
Globalization of Market and
0.05 3 0.15 0.04 4 0.16 0.04 4 0.16 0.04 4 0.16
Economy
Less Sellers 0.04 3 0.12 0.04 3 0.12 0.04 3 0.12 0.05 4 0.2
less Competitors 0.03 3 0.09 0.04 3 0.12 0.04 3 0.12 0.05 4 0.2

26
 Amini M. T.

Threats
Cost of Energy 0.03 2 0.06 0.02 2 0.04 0.02 2 0.04 0 0 0
Governmental Budget
0.03 2 0.06 0.02 2 0.04 0.02 2 0.04 0 0 0
Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019

devoted to R&D
Total Budget devoted to
0.03 2 0.06 0.02 2 0.04 0.02 2 0.04 0 0 0
R&D
Transfer of Technology and
0.02 2 0.04 0.02 2 0.04 0.02 2 0.04 0.025 2 0.05
its condition
Tax/Custom Regulation 0.01 2 0.02 0.02 2 0.04 0.02 2 0.04 0.025 2 0.05
Western Countries Political
Pressure on Iran for Nuclear 0.015 2 0.03 0.02 2 0.04 0.02 2 0.04 0.025 2 0.05
Activities
Governmental Regulation 0.03 2 0.06 0.02 2 0.04 0.02 2 0.04 0.025 2 0.05
Exchange Rates 0.02 2 0.04 0.02 2 0.04 0.02 2 0.04 0.025 2 0.05
Limited customers 0.02 2 0.04 0.03 2 0.06 0.02 2 0.04 0.5 2 1
American Products
0.02 2 0.04 0.02 2 0.04 0.02 2 0.04 0.025 2 0.05
(Windows, Oracle…)
Domestic Subcontractors
0.02 3 0.06 0.02 3 0.06 0.02 3 0.06 0 0 0
(Tower, Civil …)
Because of huge capital and
high costs, it is not easy to 0.025 2 0.05 0.02 2 0.04 0.02 2 0.04 0.025 2 0.05
enter to this Industry
Rapid Growth of Industry 0.015 2 0.03 0.02 2 0.04 0.02 2 0.04 0.025 2 0.05
Varieties of Products 0.015 2 0.03 0.02 2 0.04 0.02 2 0.04 0.025 2 0.05

Sum total weight 100% 100% 100% 100%

Sum Total Attractiveness

6.33 6.51 6.67 6.44
Score

Results
Strategy 1
6.33
Marketing Strategy: New Product New Market
Strategy 2
6.51
Strategy of Marketing Share Development: Diversification on Products and Decrease on Costs
Strategy 3
6.67
Strategy of Penetration into the Market: using Political Opportunity
Strategy 4
Cooperative Strategy: 6.44
(Letter of Credit & Long-Term Contracts with strategic suppliers)

27
 Strategy Compiling Case Study: ZTE (A Chinese Telecommunication Co.)
The best strategies based on QSPM model for
ZTE’s Iran business unit is:
Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019
1) Strategy of Penetration into the Market:
Using Political Opportunity
2) Strategy of Marketing Share
Development: Through Diversification of
Products and Decrease on Costs
3) Cooperative Strategy: (Letter of Credit &
Long-Term Contracts with strategic suppliers)
It is recommended that ZTE Iran branch should
concentrate on penetrating into Iran telecom
market in the next 5 years and develop its
marketing share to 35% according to the long-
range goals. However, ZTE can enjoy cooperative
strategies to avoid possible shocks and threats.
References
[1] Official website of ZTE: wwwen.zte.com.cn
[2] ZTE Representative Office in Tehran
[3] Official website of TCI (Telecommunication
Company of Iran): www.tci.ir
[4] Official website of MCI (Mobile Company of
Iran): www.mci.ir
[5] Fred, R. David, “How Companies Define their
Mission” Long Range Planning 22, No. 3,
Tehran, Cultural Research Bureau, (June 1988)
[6] Fred, R. David, “Strategic Management,
translated by Dr. Ali Parsaiyan,
Mohammad A’rabi, page 17, Tehran, Cultural
Research Bureau, (June 1988)
[7] Pahlavaniyan, Hossein, “Strategic Management
Usage”, Yazd; Nikou Ravesh, (2006)
[8] Arabi, Mohammad, “Handbook of Strategic
Planning Pages (15, 23, 27, 28)”. Tehran,
Cultural Research Bureau, , (2006)
[9] Pahlavaniyan, Hossein, “Strategic
Management Usage” page (78)
[10] Alvani, Seyed Mehdi; Mirshafi,
Nasrollah,”Production Management”, Mashad
Astan-e Ghods-e Razavi, (1997)
[11] Khalili Shourini; Sohrab, “Planing and
Starategic Management” Tehran Yadvareh
Ketab, (1998)
[12] Kaplan, Robert; Norton, David “Strategy
Map, Akbari, Hossein, Soltani, Massoud,
Maleki, Amir, Tehran, Ariyana Industrial
Research Group, (2007)
[13] Fathollah, Mehdi, “Strategic Planning” ,
Elm va Sanat University, (1999)
[14] Lorense, Peter; Scot, Morten; Michel F,
“Strategic Control” translated by Dr. A’rabi,
Seyed Mohammad; Hakkak Mohammad,
Tehran, Cultural Research Bureau, (2003)
[15] Ali Ahmadi, Alireza; Fathollah, Mehdi;
Tajoddin, Iraj, “A Comprehensive perception on
Management”, Tehran, Tolid Danesh, (2003)
[16] Gafariyan, Vafa; Kiyani, Gholamreza, “Five
Commands for Strategic Thinking”, Tehran,
Farda, (2007)
[17] BNET Business Dictionary,
Dr.
http://dictionary .bnet.com/definition/SWOT+
Analysis.html
http://www.maxi-pedia.com/quantitative+
strategic+planning+matrix+QPSM
28
‫‪Downloaded from eijh.modares.ac.ir at 13:31 IRDT on Monday June 24th 2019‬‬

‫ﺗﺪوﻳﻦ اﺳﺘﺮاﺗﮋي ﺷﺮﻛﺖ ‪ZTE‬‬

‫‪1‬‬
‫ﻣﺤﻤﺪ ﺗﻘﻲ اﻣﻴﻨﻲ‬

‫ﺗﺎرﻳﺦ ﭘﺬﻳﺮش‪1387/11/27 :‬‬ ‫ﺗﺎرﻳﺦ درﻳﺎﻓﺖ‪1387/7/24:‬‬

‫ﻫﺪف اﻳﻦ ﻣﻘﺎﻟﻪ ﻋﺒﺎرت اﺳﺖ از ﺗﺪوﻳﻦ اﺳﺘﺮاﺗﮋي ﺑﺮاي ﻳﻚ ﺷﺮﻛﺖ ﺑﺎزرﮔﺎﻧﻲ ﺑﻴﻦ اﻟﻤﻠﻠﻲ ﭼﻴﻨﻲ ﻛﻪ در ﺳﺎل‬
‫‪ 2000‬وارد ﺑﺎزار ﻣﺨﺎﺑﺮات اﻳﺮان ﺷﺪه اﺳﺖ‪.‬‬
‫از آﻧﺠﺎﻳﻲ ﻛﻪ ﮔﺴﺘﺮه ﻓﻌﺎﻟﻴﺖ ﺷﺮﻛﺖ ‪ ZTE‬ﺑﻴﺶ از ‪ 135‬ﻛﺸﻮر را در ﺑﺮ ﻣﻲﮔﻴﺮد و ﺟﻤﻊ آوري اﻃﻼﻋﺎت‬
‫ﺣﺠﻴﻢ از ﺳﺮﺗﺎﺳﺮ ﺟﻬﺎن ﺧﺎرج از ﺗﻮان ﻣﺎ ﻣﻲﺑﺎﺷﺪ‪ ،‬از اﻳﻦ رو ﺗﺪوﻳﻦ اﺳﺘﺮاﺗﮋي را ﺑﻪ ﺑﺎزار اﻳﺮان ﻣﺤﺪود ﻛﺮدهاﻳﻢ‬
‫و ﻓﻘﻂ ﺑﺮاي واﺣﺪ ﻛﺴﺐ و ﻛﺎر اﻳﺮان ﺗﺪوﻳﻦ اﺳﺘﺮاﺗﮋي را اﻧﺠﺎم ﺧﻮاﻫﻴﻢ داد‪.‬‬
‫در راﺳﺘﺎي ﺗﺪوﻳﻦ اﺳﺘﺮاﺗﮋي ﺑﺮاي ﺷﺮﻛﺖ ‪ ،ZTE‬اﺑﺘﺪا ﺷﺮﻛﺖ ‪ ZTE‬را ﺑﻄﻮر ﻣﺨﺘﺼﺮ ﻣﻌﺮﻓﻲ ﺧﻮاﻫﻴﻢ ﻧﻤﻮد‪.‬‬
‫ﺳﭙﺲ ﺷﺮح ﻛﻮﺗﺎﻫﻲ در ﺧﺼﻮص ﻧﺤﻮه ﺗﺪوﻳﻦ اﺳﺘﺮاﺗﮋي ﺑﺮاي ﻫﺮ ﻧﻮع ﺷﺮﻛﺖ ﺧﻮاﻫﻴﻢ داد‪ .‬در ﭘﺎﻳﺎن ﺑﺮ اﺳﺎس‬
‫ﻣﺘﺪ اراﺋﻪ ﺷﺪه ﻣﻨﺎﺳﺐ ﺗﺮﻳﻦ اﺳﺘﺮاﺗﮋﻳﻬﺎ را ﺑﻪ ﮔﻮﻧﻪاي ﻛﻪ ﻣﺰﻳﺖ رﻗﺎﺑﺘﻲ ﺷﺮﻛﺖ ‪ ZTE‬در ﺑﺎزار ﻣﺨﺎﺑﺮات اﻳﺮان‬
‫ﺣﻔﻆ ﺷﻮد‪ ،‬اﻧﺘﺨﺎب ﺧﻮاﻫﻴﻢ ﻧﻤﻮد‪.‬‬

‫واژﮔﺎن ﻛﻠﻴﺪي‪ :‬ﻣﺎﻣﻮرﻳﺖ‪ ،‬ﭼﺸﻢاﻧﺪاز‪ ،‬اﻫﺪاف ﺑﻠﻨﺪﻣﺪت‪ ،‬اﺳﺘﺮاﺗﮋي‪ ،‬ﻣﺰﻳﺖ رﻗﺎﺑﺘﻲ‪) EFEM ،‬ﻣﺎﺗﺮﻳﺲ‬
‫ارزﻳﺎﺑﻲ ﻋﻮاﻣﻞ ﺧﺎرﺟﻲ(‪) IFEM ،‬ﻣﺎﺗﺮﻳﺲ ارزﻳﺎﺑﻲ ﻋﻮاﻣﻞ داﺧﻠﻲ(‪) SWOT ،‬ﻧﻘﺎط ﻗﻮت‪ ،‬ﺿﻌﻒ‪،‬‬
‫ﻓﺮﺻﺘﻬﺎ و ﺗﻬﺪﻳﺪﻫﺎ(‪) QSPM ،‬ﻣﺎﺗﺮﻳﺲ ﻛﻤﻲ ﻃﺮاﺣﻲ اﺳﺘﺮاﺗﮋي(‬

‫‪ .1‬اﺳﺘﺎدﻳﺎر‪ ،‬ﮔﺮوه ﻣﺪﻳﺮﻳﺖ‪ ،‬داﻧﺸﮕﺎه ﭘﻴﺎم ﻧﻮر‬

‫‪29‬‬